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Setting up a collaborative environment
Alberto Cottica

D4SB Master Course

From opportunity assessment to business planning in social business
Lesson 1
Why collaborate?
Katrinalist, 2005: results in days
Grobanites for Charity, 2005: 100% efficiency
Wikipedia, 2007: the largest encyclopedia ever written
There’s a new game in town

•hierarchy
•market
•mass collaboration
... a source of competitiveness
for social business!
Tools: Google Apps
Tools: project management   37 Signals Basecamp, and
                            many others
     groupware-as-service
Tools: Moodle
Tools: full-blown wiki   Media Wiki: Wikipedia’s skeleton
Wrong question.
structure          scale       command vs. consensus



   Important dimensions of collaboration
What kind of collaboration?
Network of Paul Erdős’s co-
What kind of collaboration?   authors (reduced)
Network of health care lobbyists
                              by degrees of separation from
What kind of collaboration?   Obama (bottom left) and Bush
                              (top right), 2009
Optimistic?                         Pessimistic?




Participation pyramids: why scale is important.
Case study: EC research proposal

• writing a bid for a European Commission research project

• a charismatic, hard working leader with a tendency to
  micromanagement

• initially about 10 collaborators, to scale to about 30

• collaborators to revise, comment and edit drafts produced by
  the leaders

• a three-month working period
•the core: Google Doc (wiki
                          functionalities, word processor look-
                          and-feel)
Solution: Google Docs +   •coordination: Google Groups (mailing
                          list, doubles up as a forum)
          Google Groups   •the social arrangement: the leader
                          writes a draft, then he shares. Others
                          can comment, edit, fill in the blanks.
EC research proposal: the outcome

• successful collaboration: recognized value added

• team building

• the scope for collaboration expanded along the way

• more comments than edits, unclear permission structure
Case study: peer-to-peer business plans

• getting creatives to help each other in developing business
  plans

• scalable community: starts at 0, up to 1000s of participants

• labour of love

• trust issues between Govt and creatives
social
      blog
                             network
   second                   physical
     life                   meetups
Solution: a multichannel environment
Peer-to-peer business plans: the outcome

• many cool projects launched


• high user satisfaction


• 2/3 of interaction is peer-to-peer


• emergent uses, lots of alliances


• proprietary, rigid platform starts to feel too narrow


• Ministry bureaucracy stifling lightweight hiring
Assignment

• design a collaborative
  system for students and
  faculty of this course to
  organize course material
  and produce a shared
  knowledge base

• interpret network shape,
  scale and command vs.
  consent of the intended
  collaboration

• choose a tool based on
  your interpretation

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Setting up a collaborative environment

  • 1. Setting up a collaborative environment Alberto Cottica D4SB Master Course From opportunity assessment to business planning in social business Lesson 1
  • 4. Grobanites for Charity, 2005: 100% efficiency
  • 5. Wikipedia, 2007: the largest encyclopedia ever written
  • 6. There’s a new game in town •hierarchy •market •mass collaboration ... a source of competitiveness for social business!
  • 8. Tools: project management 37 Signals Basecamp, and many others groupware-as-service
  • 10. Tools: full-blown wiki Media Wiki: Wikipedia’s skeleton
  • 12. structure scale command vs. consensus Important dimensions of collaboration
  • 13. What kind of collaboration?
  • 14. Network of Paul Erdős’s co- What kind of collaboration? authors (reduced)
  • 15. Network of health care lobbyists by degrees of separation from What kind of collaboration? Obama (bottom left) and Bush (top right), 2009
  • 16. Optimistic? Pessimistic? Participation pyramids: why scale is important.
  • 17. Case study: EC research proposal • writing a bid for a European Commission research project • a charismatic, hard working leader with a tendency to micromanagement • initially about 10 collaborators, to scale to about 30 • collaborators to revise, comment and edit drafts produced by the leaders • a three-month working period
  • 18. •the core: Google Doc (wiki functionalities, word processor look- and-feel) Solution: Google Docs + •coordination: Google Groups (mailing list, doubles up as a forum) Google Groups •the social arrangement: the leader writes a draft, then he shares. Others can comment, edit, fill in the blanks.
  • 19. EC research proposal: the outcome • successful collaboration: recognized value added • team building • the scope for collaboration expanded along the way • more comments than edits, unclear permission structure
  • 20. Case study: peer-to-peer business plans • getting creatives to help each other in developing business plans • scalable community: starts at 0, up to 1000s of participants • labour of love • trust issues between Govt and creatives
  • 21. social blog network second physical life meetups Solution: a multichannel environment
  • 22. Peer-to-peer business plans: the outcome • many cool projects launched • high user satisfaction • 2/3 of interaction is peer-to-peer • emergent uses, lots of alliances • proprietary, rigid platform starts to feel too narrow • Ministry bureaucracy stifling lightweight hiring
  • 23. Assignment • design a collaborative system for students and faculty of this course to organize course material and produce a shared knowledge base • interpret network shape, scale and command vs. consent of the intended collaboration • choose a tool based on your interpretation